Advances in International Management, Volume 21: The Global by J.J. Lawler, G.S. Hundley

By J.J. Lawler, G.S. Hundley

The aggressive forces generated by means of globalization act to advertise the cross-national diffusion of human source administration 'best practices'. specifically, excessive functionality paintings practices have end up seen because the regular as businesses in lots of elements of the realm have endeavored to 'Americanize' their employment and administration platforms. but cultural, institutional, and ideological forces proceed to provide resistance to the worldwide convergence of HR practices. This quantity comprises papers from authors in Europe, Asia, Africa, and US who discover diffusion in numerous nationwide contexts. various methodologies and views supply a variety of interpretations relating to diffusion and convergence.

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Extra resources for Advances in International Management, Volume 21: The Global Diffusion of Human Resource Practices: Institutional and Cultural Limits

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These data provide evidence not only of a global element to the handling of diversity issues but also of a local element. This is clear in the way in which local managers were encouraged to think about what diversity might mean in the Chinese context, hence the focus on regional diversity. ’’ The local dimension also comes through in the active resistance by local actors to global diversity policies. One illustration of this is the attempt by senior management at corporate HQ to apply at the international level the Domestic Partners Benefits policy first developed in the United States.

This ‘‘global – local’’ issue is very prominent in the international human resource management (HRM) literature (Edwards & Kuruvilla, 2005). However, some writers have questioned whether this is an appropriate starting point, casting doubt on the assumption that MNCs will see benefits in global HR policies. In an increasingly integrated global economy, so an alternative strand of the literature argues, MNCs segment their production so that distinct parts of the process are located in different countries.

As we have seen, these attempts to transfer practices came up against institutional barriers from the local context. This was particularly evident in relation to the issue of workforce diversity, for which local laws and institutions were major constraints, but is also evident for performance management and teamwork. A key theme of the data was of Chinese actors opposing those global policies that they saw as clashing with the local environment, and their ability to do so was enhanced by the ownership structure of the production sites.

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